Joanna Lockard

Tony Hsieh at Zappos: Structure, Culture and Change (Spanish)

By  Noah Askin,  Gianpiero Petriglieri,  Joanna Lockard
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After 18 months of attempting to transition the company to holacracy, Tony Hsieh, Zappos’ celebrity CEO, decided it was time to make the change happen. In March 2015, he sent an email to all Zappos employees offering them 3 months’ severance pay if they felt that self-management was not for them.

    Published 22 Aug 2018

    Reference 6181

    Topic Leadership & Organisations

    Industry Retail,  E-Commerce

    Region Global

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    Tony Hsieh at Zappos: Structure, Culture and Change (Spanish)

    Add to cart extra
    After 18 months of attempting to transition the company to holacracy, Tony Hsieh, Zappos’ celebrity CEO, decided it was time to make the change happen. In March 2015, he sent an email to all Zappos employees offering them 3 months’ severance pay if they felt that self-management was not for them.
      View case

      Tony Hsieh at Zappos: Structure, Culture and Change

      By  Noah Askin,  Gianpiero Petriglieri,  Joanna Lockard
      Add to cart popular award
      After 18 months of attempting to transition the company to holacracy, Tony Hsieh, Zappos’ celebrity CEO, decided it was time to make the change happen. In March 2015, he sent an email to all Zappos employees offering them 3 months’ severance pay if they felt that self-management was not for them.

        Published 26 Aug 2016

        Reference 6181

        Topic Leadership & Organisations

        Industry Retail,  E-Commerce

        Region Global

        View case

        Tony Hsieh at Zappos: Structure, Culture and Change

        Add to cart popular award
        After 18 months of attempting to transition the company to holacracy, Tony Hsieh, Zappos’ celebrity CEO, decided it was time to make the change happen. In March 2015, he sent an email to all Zappos employees offering them 3 months’ severance pay if they felt that self-management was not for them.
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          Lincoln Electric in China (B): Updates

          By  Ingmar Björkman,  Charles Galunic,  Joanna Lockard
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          This case looks at how Lincoln Electric, the US-based company renowned for its compensation scheme, tried to implement its human resource policies globally and particularly in China.

            Published 26 May 2015

            Reference 4850

            Topic Leadership & Organisations

            Industry International Trade and Development,  Capital Markets

            Region Global

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            Lincoln Electric in China (B): Updates

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            This case looks at how Lincoln Electric, the US-based company renowned for its compensation scheme, tried to implement its human resource policies globally and particularly in China.
              View case